Talk to your customers. Find out what they need. Don't pay any attention to the competition. They're not relevant to you.
Customer research produces bland products. We're producing a piece of art.
Customers want new functionality, but they don't want the traditional complexity that has marred products in the past.
People are not good at expressing their frustration. The best way to listen to the customer is through metrics.
The best investor is your customer.
Discs and memory are far cheaper than annoying your customers.
Our customers want to give us more business and the key for us is to manage growing volumes properly.
SAS is 'created' 50 million times a year, 15 seconds at a time. These 50 million 'moments of truth' are the moments that ultimately determine whether SAS will succeed or fail as a company. They are the moments when we must prove to our customers that SAS is their best alternative.
The moral of the story: perceptions are everything. During each moment you are in contact with a customer, you are the organization.
HubSpot's CRM and Sidekick are perfect for companies that want to transform how they attract, engage, and delight prospects, customers and leads and want sales technology that matches today's buying process.
The greatest accomplishment of a bartender lies in his ability to exactly suit his customer. . .
To create a new business that makes money, and more significantly, employs others, and more significantly, gives a product to a customer that improves their life, is our greatest challenge, our greatest opportunity, and the greatest gift, far greater than any charity that we can give our fellow person.
Make every decision—even decisions about whether to expand the business, raise money, or promote someone—according to what's best for your customers.
If you're going to say to all the people that you're working with, 'We want you to treat the customers honestly; don't lie and don't cheat,' it is somewhat hypocritical if you're not following the same rules.
It doesn't do much good to have a quality image, whether it's with the facility or whether it's with the merchandise, if you don't have real quality people taking care of your customers.
Followers are the customers of the Higher Ground Leader, who strives to meet or exceed the outer and inner needs of followers.
Who are businesses really responsible to? Their customers? Shareholders? Employees? We would argue that it’s none of the above. Fundamentally, businesses are responsible to their resource base. Without a healthy environment there are no shareholders, no employees, no customers and no business.
Customers want good value, but they care more than ever how food and clothing products are made.
Focus is scary—until you realize that it only means turning your back on markets you could never have anyway. Sharp focus on jobs that customers are trying to get done holds the promise of greatly improving the odds of success in new-product development.
Watching how customers actually use a product provides much more reliable information than can be gleaned from a verbal interview or a focus group.
This is one of the innovator’s dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.
Meet customers where they are; question how to make the tools customers use more valuable.
Know thyself. Know the customer. Innovate.
Your brand is a story unfolding across all customer touch points.
By all means, fire the customers who aren't worth the time and the trouble. But understand that the moment you insist the customer is wrong, you've just started the firing process.
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